dollars, sorry, $210 million of free cash flow or operating cash flow in the last 12 months. So if you if you take out the stock based comp, these guys are actually break even or losing money roughly. So yeah, and break even roughly. So there's a real question mark on this business and businesses like

this that go private, where if you actually cut the op ex and you cut the salaries and you cut the headcount, but you have to find new ways to pay people because you've been paying them with stock in the past, how do you kind of bridge that gap? And that's probably a little bit of the balance and the art of what these guys do well,

Jamal, if I may, can you explain to the audience? What a private equity firms expectation is in terms of return when they buy a company like this, and then sacks, I saw your tweet that you want to feature and you'll go next.

Well, I think it's changed over time. And this is what's so powerful about the private equity industry. Look, you have to think about what their incentive is, because it kind of guides the yes. Early on, they were very much like venture capitalists, they were out in the, you know, edges of risk

taking, doing all kinds of very difficult, gnarly deals. So if you look back in the history of private equity, you know, these huge crazy deals like RJR Nabisco, or TWA Airlines were

the first of the industry, and they've been around for a long